Nonprofit board, staff partnership

Thursday

Feb 21, 2013 at 4:30 AM

Renee KumorCommunity Connections

Recently I heard an executive director of a local nonprofit remark about the challenge to help young staffers understand the relationship between staff and board members.He said staff members work to design new programs and bring new methods into an agency. They are always frustrated when implementation has to wait until the board approves any new programs. In his view, inexperienced staff always want to bypass the board and move forward quickly.In board training, it's always necessary to remind members about the formal and professional relationship between staff and board. It is also necessary, in new staff orientation, to help new employees understand that same relationship. New staff members must understand that there is a respectful and professional relationship with the board. They should understand the role and responsibilities of the board, especially the part about raising money to fund programs and salaries. Both board members and staff must understand that formal discussions are channeled through and facilitated by the executive director. That means the ED has the responsibility to make certain that all involved understand their roles and understand the work each has to do. For example, most staff members provide the services for an agency. They provide counseling, do intake work, provide meals or manage shelters. But they don't run fundraising programs. Sometimes they may be asked to give a presentation to potential donors on the work done at the agency, but the final ask comes from the board or the ED.On the other hand, the board is not expected to meddle in service delivery or office management. There's always a fine line. In a small community like ours, that line may be sometimes hard to define. For example, staff and board members may attend the same church or belong to a club that brings each of them routinely into informal contact. It is important to understand that these informal times are not appropriate for agency discussions.The staff, the service professionals, determine best approaches to a problem. This is probably the area in which the staff take a leadership role. The board members are bystanders in the development, but become participants when the assessment is made as to costs, staffing levels and outcome measures. Once the program is defined, the board must determine its path. No wonder an inexperienced staffer wonders why the board has any say in program.Staff orientation should include a basic understanding of the role of the board in agency mission, financial management and strategic planning. Strategic planning is a joint staff/board operation. Usually the staff sets the course with regard to program goals, mapping out future services and developing steps to attain those program goals. The board usually outlines board and administrative objectives. In fact, the agency strategic plan is a good illustration as to the way board and staff work together. Each has assigned tasks, all wrapped up in one document — the map for a successful agency.Finally, it is the board that develops and adopts the personnel policy. But the board has no responsibility to hire any staffer except the ED. The ED, through appropriate methods, hires the rest of the staff. The board usually works with the ED in establishing salary levels and employee benefits such as retirement or health care packages.One exercise to help board and staff get acquainted is to invite staffers to board meetings. Often, the board chair allots a short period of time before a meeting and invites a staff member to present a program and take questions. In my experience, this is a time for a staff member to shine and to develop support for a program, as well as gain the board's respect for the quality of work being accomplished.Board members impressed with the staff and with the service being provided are able to solicit support from donors with real enthusiasm. Board and staff — it's not us and them; it's a partnership.